Since the recognition by society of effective and profitable rationalization of management, the previous stage in the development of capitalism has ended. The era of the undivided domination of the capitalist masters has been replaced by the era of managers - managers who are ready to act in the interests of production and be responsible for their decisions and risk taking. In the Russian Empire, there were no conditions for the emergence of a scientific organization of 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 have fallen into disrepair. 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.

Directly, 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 in 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 1980s-1990s. However, both of these milestones in the development of the NOT in Russia-USSR were of no fundamental importance, since they were an accumulation of knowledge without its processing and consistent implementation. Western borrowings and domestic innovations were reduced 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 a relatively greater stability of the economy, as well as - and this is a prevailing factor! - with the advent of advanced business traditions, the formation of a national business environment. Modern management in the warehousing industry in Russia needs not meaningless imitations, but economically sound recommendations, a creative interpretation of world and Soviet experience.

Essence of NOT. Primary HOT system, in phase Taylorism, was reduced to determining the optimal methods of labor with their development to automatism through a detailed analysis of labor operations (identifying awkward, unnecessary and effective body movements). The result of Taylorism is a strict regulation of the work cycle with an optimal alternation of work and rest.

Today the situation is fundamentally different. The scientific organization of labor in the warehouse economy in its current sense should be called a set of organizational, economic, technical, social and some other measures that allow the fullest and most profitable integration of the available human, financial and technical resources in a single transport and warehouse process. Moreover, this benefit is expressed in: (1) savings in primary monetary and resource investments; (2) saving working time; (3) increase in labor productivity; (4) the steady growth of the share of the warehouse as a structural unit in the rising profits of the company.

The last statement deserves special attention. The warehouse does not bring profit directly, but the productivity of the warehouse staff 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 course of its functioning, makes a significant contribution to changing the company's income. Therefore, by skillfully applying HOT in the warehouse, a sustainable increase in profits can be achieved.

Economic tasks of NOT. Taking into account the above, it is possible to formulate the economic tasks of the scientific organization of labor in a warehouse. These tasks, taken together, are to align organizational forms and working conditions in accordance with the state of the art. Specifically, they include:

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

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

3) strict discipline and control in warehousing;

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

The methodology for solving the aforementioned tasks should be focused on ultimately achieving the main goal of warehousing: preventing losses and ensuring the safety of material assets. In the center of attention of economic tasks is property, economy, and not a person.

Social tasks of NOT. In the center of attention of the social tasks of NOT is again not a person, but a client organization, the market as a set of consumers, society as a whole. These tasks are focused on achieving the second significant goal - the full satisfaction of market needs and high-quality customer service. The tasks that have to be solved on the way to achieve this goal include:

1) increasing the sociability of employees, their readiness for vigorous interaction and cooperation with employees of other divisions of the enterprise and representatives of third-party companies;

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

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

4) systematic integration of the warehouse into the category of units that carry out various forms of internal and external services.

Thus, the personnel manager sets himself the task of turning the warehouse while maintaining its full 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 warehousing will provide services both to divisions of its own company, satisfying their production/commercial needs, and (to an equal extent) to third parties. Strictly speaking, the sales service that negotiates with the partner firm does not provide any services, but only arranges for their provision. And the warehouse directly provides the service, which transfers inventory items 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 the maximum return from the employee, the full realization of his potential. That is, the center of attention of the psychophysiological tasks of the scientific organization of labor is precisely the human worker, both as a labor unit and as a person. Let's designate these tasks:

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

2) guaranteeing the content and attractiveness of labor;

3) improving the culture and aesthetics of work;

4) labor automation, including through the introduction of computer technology, robotics, etc.

The solution of these tasks means the disclosure of the employee's abilities, the development of his personality in activities and, as a result, the growth of interest in improving economic results.

Division of labor in warehouses. Recall that division of labor is called the differentiation of production tasks between personnel on the basis of professional training with the functional isolation of workers and the formation of small social groups different 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 trade enterprises.

The development of warehouse management involves the division of labor and well-organized cooperation of personnel in the implementation of the technological process of the warehouse. The division of labor is the deeper, the higher the specialization of the enterprise and the more perfect the labor process, and the role of specialization is especially noticeable in warehouses and bases of wholesale and small-scale 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 implementation of a large complex of loading and unloading operations in the warehouse.

The division of labor is possible in two ways: degree of automation(and mechanization) and the nature of the functions performed. The division of personnel according to the degree of automation and mechanization of labor is difficult, since it depends on the value of the level of automation, that is, on the equipment of a particular warehouse with the appropriate technical means. Modern technologies make it possible to fully automate work, and in some cases it 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 division of labor among management personnel. The lower staff is represented by operators of certain automatic systems, and these workers are mostly interchangeable. The senior staff is represented by managers who have a narrow specialization, since they are responsible for different types of automatic systems and even for different parts of a particular system.

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

With low automation and mechanization of labor, the predominance of manual labor, it is necessary to establish a narrow specialization among the lower staff, but at the same time there is some (sometimes strong) generalization of functions among the top managers in the warehouse. The specialization of the lower staff allows each employee to bring the skills of physical labor to automaticity, not to scatter energy and not waste time on parallel tasks (due to the complexity and duration of the work). Loaders, therefore, are unprofitable to involve in the repair of vehicles, and mechanics for the maintenance of conveyor belts - in the repair of ventilation and microclimatic equipment.

The division of labor by the nature of the functions performed dominates, since it implies the functional specialization of the employee through proper professional training. On this basis, 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 the acceptance, storage, release and accounting of goods and materials;

2) heads of sections directly managing and controlling the work of receiving, storing, issuing and accounting for goods and materials in a particular section of the warehouse;

3) merchandisers (including senior merchandisers) and storekeepers who are responsible 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) pickers engaged in the preparation (assembly) of materials and products for release to consumers;

6) machine operators, that is, operators of material handling equipment (electric and truck trucks, mechanical loaders, cranes, etc.);

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

8) dispatchers, rate planners, economists (marketers), 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 attendants, whose tasks include maintaining storage facilities in order in accordance with the requirements of the manual for maintaining cleanliness on the territory of the enterprise (to ensure normal working conditions for the rest of the staff) and, more importantly, in accordance with the requirements of the legislation prescribed in sanitary and other instructions for the storage of inventory and labor protection.

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 values.

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

1) delimitation of functional duties between different categories of warehouse workers (functional division of labor);

2) division of labor between departments of the warehouse on the basis of 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 their technological operations (qualification division of labor).

The division of labor implies the synchronous coexistence of different kinds labor activity and underlies the development of the organization of production and labor.

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

process optimization;

increase in labor productivity;

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

contributes to the specialization of production processes and the improvement of the labor skills of warehouse workers;

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

determination of the personal responsibility of each warehouse worker for the production or service area entrusted to him;

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

optimal use of working time.

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

The functional division of labor involves:

division of the entire complex of works between the categories of employees that are part of the warehouse staff. This means the allocation in the team of such categories of workers as workers, managers, specialists and employees. A distinctive feature in the development of this type of division of labor is the growth in the proportion of specialists in the production staff.

division of the entire complex of works between the main and auxiliary workers. The main workers are directly involved in the performance of technological operations, the auxiliary ones create the necessary conditions labor for essential workers.

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

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

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

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

The picker checks the serviceability of transport means and other equipment. Performs cleaning, lubrication, minor repairs if necessary. Carries out timely loading and unloading of goods received at the warehouse. Completes orders for shipment and dispatch to the consumer.

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

accounting for the receipt of material stocks for sorting by assortment and its transfer to the warehouse by grades and assortment;

engineering and technical support - the chief engineer who determines the technical policy and trends in the technical development of the warehouse, ways of reconstruction and technical re-equipment operating production, as well as responsible for reducing all kinds of costs and the appropriate use of production resources. Mechanics responsible for the trouble-free and well-functioning operation of all types of equipment, their correct operation, timely high-quality repair and maintenance, the implementation of work to improve it and increase the efficiency of equipment repair, as well as locksmiths, technicians, carpenters, accumulators and other maintenance personnel;

quality control of material flows entering the warehouse - the head of the quality department, merchandisers. Their official duties 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 of the warehouse, in monitoring the fulfillment of contractual obligations, the receipt and sale of raw materials , materials, fuel, equipment and finished products. Employees of this department monitor the availability of material resources and finished products in warehouses and are responsible for communication with customers and suppliers, as well as draw up documentation for the shipment of goods. Merchandisers take part in the implementation of inventories, as well as monitor compliance with the rules for storing material resources in a warehouse, preparing finished products for shipment to customers, prepare the necessary documentation related to the supply and sale of goods, participate in reporting;

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 space, and is also responsible for the safety of products, compliance with storage modes, rules for registration and reporting. Controls the serviceability of fire alarms and fire extinguishing equipment, the condition of the premises, equipment and inventory in the warehouse, and also ensures their repair on time. Organizes the implementation of loading and unloading operations in the warehouse in accordance with the rules and regulations. Monitors the accounting of technological operations in the warehouse, the required reporting. Takes part in the introduction of modern technologies into the organization of warehouse management.

The Forwarder is responsible for receiving, processing, sending to the destination of incoming goods, documents and letters, their safety and delivery on time to the addressees. Ensures correct formatting. Checks the safety of the container and the presence of attachments in accordance with the accompanying documents, as well as in the preparation of acts in case of shortage or damage. Monitors the use of equipment, technical means and inventory in accordance with certain technical conditions. Ensures the required order of warehousing and the safety of inventories, documentation and correspondence during their transportation.

The storekeeper carries out the reception, storage and release of products, as well as their placement in the warehouse. He is responsible for its safety and compliance with storage regimes, as well as accounting for technological operations. Responsible for the preparation and submission of reporting documents, in accordance with the rules. Monitors the condition of warehouses, inventory, technical and fire fighting equipment.

In large terminals, catering and medical services units may be allocated.

A special type of division of labor is its technological division, which develops depending on the type of work and technological operations. That warehouse is the determining factor in this division of labor is the scheme of the technological process. Modifications in the technological division of labor are determined by the growth in the share of mechanized labor, the reduction in the number of narrow professions, and the 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 interconnected with an increase in the cultural and technical level of the personnel, leading to a decrease in the number of low-skilled workers.

Qualification differences between warehouse employees are determined by the different complexity of the operations performed. Employees of the same profession or specialty may differ in different levels of knowledge, work skills and work experience. These differences cause qualification(quality of work) and determine the division of workers into wage 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 actions of warehouse workers performing various production tasks (acceptance, storage of products, loading and unloading operations), the necessary interaction of warehouse departments is 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 expedient both in the case of individual performance of technological operations on separate places(selection, equipment), when combining production functions and specialties, as well as when working together.

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

The team is a group of workers (selectors, storekeepers, pickers) united by a common goal, jointly carrying out the technological process or its separate part and collectively responsible for the results of labor. At the same time, each member of the brigade on a voluntary basis recognizes the power of their own association over themselves. The scope of work in the warehouse is determined in the contract with its administration. No one has the right to include an employee in the production team or exclude an employee from it if this decision is opposed by the entire team or the team council.

Production teams are created under the following prerequisites:

the impossibility of distributing the production task between individual workers;

the need for coordinated interaction between the main employees (pickers, storekeepers) and service personnel (loaders, drivers of loading equipment);

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

impossibility of execution technological operation by one worker.

In the warehouse, members of the brigade often perform certain auxiliary operations - transport, adjustment, control, etc.

Crews in warehouses 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 by workers of various professions to carry out a complex of interrelated, but technologically different operations. Each member of the team is entrusted with the performance of a certain technological operation corresponding to his qualifications. With this approach, there is no strict division of labor, which leads to the involvement of workers in the performance of other production tasks that are part of the overall technological process.

The strengths of creating integrated teams are:

the possibility of combining specialties. For example, a picker can do the work of a loader and transport worker;

development of related works;

better maintenance of the equipment used;

optimal use of working time and warehouse equipment;

collective liability.

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

A possible composition of an integrated team may include the head of a warehouse section, a storekeeper, a freight forwarder, a merchandiser, a sorter, a picker, movers, truck drivers. Other options for staffing the brigade are not excluded.

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

The combination of professions and positions in the warehouse helps to reduce the number of personnel, reduce equipment downtime and increase labor productivity.

So, a picker, an electric transport driver and a forwarder in a warehouse can combine the professions of a loader, auxiliary workers, cleaners, and a picker and selector storekeeper, auxiliary workers can also be replaced by repairmen and workers for maintenance and current repairs of equipment. A repairman can also combine the position of an electrician or a refrigeration maintenance specialist.

When determining a position for combining, one should carefully consider the structure of the functional duties of an employee for the main and combined positions, as well as working time required for their implementation. It is necessary to take into account the generality of the specifics of the operations carried out, their temporal sequence, interconnectedness, and the distance between jobs. 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 the brigade contract is the distribution of wages to all members of the brigade equally (in proportion to the hours worked), with the exception of the allowance for the category. At the same time, members of the brigade can be paid a stable salary equal to a certain percentage of the wage fund, and the balance of the earned funds is 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 member of the team, taking into account his personal contribution to the overall achievements.

Organization of work of managerial personnel. Consider the general issues of organizing the labor of warehouse workers, focusing on the division of labor (in more detail Organizing time analyzed in section 3.2). To achieve high labor productivity of managers, first of all, such a measure as the introduction of automation tools (computerization) and office equipment makes it possible. Note that the introduction does not mean simply the purchase of such equipment with an eye to the novelty of the model and the prestige of the brand. In fact, the implementation consists in the maximum use of the capabilities of the equipment in solving the current problems of the warehouse. This is a very problematic point, because despite the excess of expensive technology in today's firms, the vast majority of managers are decisively unable to use the full potential of hardware and, especially, software in everyday affairs.

Let us study the most typical shortcomings in the professional training of managerial staff in the context of typical labor operations, which make up from 60 to 95% of working time. These operations include:

1) planning and control over the state of stocks - the low efficiency of work is explained by the inability to operate with the mathematical apparatus, behind which lies the ignorance of mathematical programs (especially the standard Microsoft Excel), which facilitate and simplify the processing of digital data;

2) drawing up plans and schedules for supplying consumers - the inability to combine the work of different software products for translating documentation on orders from one program (accounting) to another (mathematical) for easy planning and compiling a package of instructions for servicing a particular client at certain times;

3) census and inventory of inventory items - the low accounting culture in handling documents, the inability to compare the details of documents, hinders;

4) accounting for the receipt and release of goods and materials in a particular section of the warehouse - the inability to quickly compile an electronic document, as well as correctly display on paper and reproduce the documentation created or accepted at the same time, makes it difficult to operate this complex, which is why a lot of time is spent on writing and correcting errors. This should also include the insufficiently active use of the means of transmitting electronic documents (e-mail, fax), which creates many problems in relations between the consignor and the consignee;

5) processing of data on the movement of values ​​in the warehousing sector - the main obstacle is the inability to provide full time job in a local network for electronic document exchange, as well as the transfer of 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, technical literacy of the staff. Also, a significant role is played by the layout of warehouse managers' offices, their placement, which provides communication with other warehouse premises. Such premises should be equipped with electronic equipment and security systems closely related to similar equipment in other warehouse departments. Furnishing of offices should be carried out taking into account the physiological needs of workers, ergonomic principles, the sequence of labor operations.

Organization of labor of persons employed in loading and unloading and transport and storage operations. Labor productivity directly depends on the activity of these persons, the essence of which is reduced to the outstripping growth of sales volumes with a small increase (or even maintenance at the same level) of the number of workers. The introduction of NOT can give a high return on each of the workers by providing him with such technologies, methods, devices and providing other conditions in which the rhythm of production and the optimal mode of work and rest are guaranteed. 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 by methods and technologies that were rejected already in the era of perestroika, but did not find a replacement at that time, at least 12–16% of unproductive time expenditures (in the most advanced farms) fall to the share of unproductive time.

It is worth mentioning by name the following factors that favorably affect the productivity of employees in the warehouse economy.

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

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

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

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

5. Accounting for the physiological characteristics of human labor activity, the use of ergonomics methods. In particular, if necessary, carry out work in refrigerators, unheated premises and in open areas, the warehouse complex must necessarily include rooms for heating workers in order to avoid morbidity among staff 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 fluctuations in temperature, humidity level, degree of dustiness. It is important to know that dustiness may be due to the storage of dust-releasing materials (for example, building 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 dual meaning - (a) concern for the vision of personnel and (b) concern for the clarity of work execution: in low light, there is a high risk of misreading labels, labels, misperception of color and other markings (the latter is dangerous in case of storage of toxic substances, determined not only by the inscriptions, 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 the walls of warehouses are shown to be painted in light colors, reflecting from 40% of the incident light flux and more. In addition, color has the ability to act on the nervous system in an exciting or calming way, it can depress the psyche or, on the contrary, improve mood. Pale blue, light green, desaturated yellow-green, light orange (moderately) are optimal in this regard.

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

Labor rationing should be considered as one of the most important areas of NOT. In warehousing, regulations are essential due to the fact that warehousing plays a key role in the distribution of a stored product, whether finished goods or inventories, that is, it affects both production and distribution. At the same time, rationing guarantees control over the measure of labor and the measure of consumption, revealing reserves for increasing labor productivity and improving the efficiency of managing stored goods and materials.

Without the application of standards within the framework of the NOT, it is impossible to plan any kind of work in 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 that exist in the warehouse business (rates of natural loss of products, etc.).

Approaches to labor rationing in warehouses. In order to most fully comply with labor standards in the warehousing sector and ensure the maximum use of warehouse production reserves, it is shown to apply the analytical method of rationing, which guarantees an increase in labor productivity. This method boils down to the fact that the normalized work is preliminarily divided into its technological and labor elements, which are carefully studied, after which, based on the results of the study, rational conditions and methods for the implementation of these elements are designed. In accordance with the approved conditions and methods, the necessary costs of working time are calculated.

The analytical method of setting standards has two varieties, distinguished by the method of determining the time spent: analytical-calculative and analytical-research. Analytical calculation method involves the determination of time costs according to pre-established intersectoral and sectoral standards. Since scientists in the post-Soviet economy do not pay due attention to the issues of regulation, one has to use the Soviet-era standards that have remained relevant. Unfortunately, the accuracy of the obtained norms is not particularly high, since such norms are established for typical organizational and technical working conditions. That is why it is shown to use the indicated method only on the condition that, firstly, the warehouse economy is small, and secondly, they will be used in a large economy, but for a relatively short time. The undoubted advantage of the method is that it is less labor-intensive, which is why it is beneficial to use it at a time when the transition to the norms obtained by the analytical research method is still being prepared.

Analytical research method is very time-consuming and justified for use in large farms, where many operations are performed with warehouse stocks, as well as in farms with specific working conditions and / or storage of valuables. When using the aforementioned method, the warehouse manager, together with the experts of the enterprise, independently sets the standards, without resorting to the help of standards. Obviously, the basis of the method is the study of labor and technological processes occurring in a particular warehouse.

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

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

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

Completing our list standards for operating modes of handling equipment, which are regulated values ​​necessary for calculating the time spent on machine work. These standards ensure the most rational use of handling equipment (for more details, see clause 4.2.2).

The financial manager of the organization and the warehouse manager need to have a clear idea of ​​​​how much the efficiency of the warehouse economy has increased as a result of the introduction of HOT. To assess the rationality and efficiency of the existing organization of labor, mathematical methods are widely used that operate with groups of economic indicators that characterize various aspects of the warehouse.

The indicators of the expediency of implementing NOT, referred by the author to the first group, give an idea of ​​the improvements in the work of the warehouse on the basis of current measurements, without involving financial calculations (that is, through the use of purely technical, technological and ergonomic formulas, without using the formulas economic analysis who need such performance indicators that would have a ruble, monetary expression).

Indicators of the effectiveness of 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, is it a ratio? (alpha), which is found as the ratio of usable area f floor, that is, the area allocated for stored stocks to the total area of ​​the warehouse F total:

?= 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 storage space. The higher the indicator, the cheaper the cost of storing the material.

Coefficient? (sigma) is used to indicate the average load per square meter of storage 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 total:

? = Q xp / F total(3)

Is the coefficient similar to this indicator? (beta), which is necessary to evaluate the efficiency of using the storage volume. The coefficient is 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 total:

? = V floor / V total(4)

It is possible to increase the value of this indicator, and hence the efficiency of using the cubic capacity of the warehouse, through the widespread use of stacker cranes, mechanical loaders, etc. in the warehouse. and it is useful to establish a measure of the intensity of its use. The intensity factor for the use of warehouse space is the indicator G, which is found as the ratio of the total number of goods Q G, stored during the year in a warehouse, to the total area of ​​this warehouse F total:

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. Value Q G represents the annual turnover of the warehouse.

Indicators of the use of handling equipment. The indicators characterizing the use of handling equipment are represented by two coefficients - the coefficient of use of load capacity and the coefficient of use in time. Load capacity utilization factor? gr is found as the ratio of the weight of the moved (including lifted) stocks q f to the nominal load capacity of the considered mechanism q n:

Gr = q f / q n.(6)

The coefficient of use of mechanisms in time - vr 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)

It is obvious that both coefficients are less than unity, but at the optimum they tend to it.

Indicators of labor productivity of warehouse workers. Indicators characterizing the productivity of warehouse workers are represented by the following coefficients. First, it 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 the processing of material for the same period. Usually the amount of material is expressed in terms of 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, the 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 economy.

Indicators of the degree of labor mechanization. Indicator of the level of mechanization of warehouse work At m has a percentage 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-transshipments):

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

The indicator of the degree of coverage of workers by 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 employees in the warehouse R:

Q M = R M / R.(10)

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

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

A leak inherent in liquid EMF, shrinkage - some liquid, but mostly 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 is glued 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. Soak inherent in all materials, however, some do not undergo special damage (timber, if, of course, they are treated with a fungicide). Other materials, on the contrary, as a result of soaking, become completely unusable. 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 (the same cement, alabaster, etc.).

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

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

where At– loss of material (in units of mass), Q- material consumption for the considered period of time (in similar units of mass); O- the balance of the material at the time of accounting (in similar units of mass); M- the average duration of storage of the material (in days, months, years); R- the percentage of loss allowed by the norms; t- the storage period for which the norm is set (in days, months, years).

From formula (11) it can be seen that in order to establish the size of the loss, it is required to first determine the average duration of storage of the material M:

M = a?/Q,(12)

where a- the shelf life for which the material is accounted for; – ? the average amount of material in stock. In this case, the average balance is found as the ratio of the sum of the balances of the material falling on each first day of the month of the accounting period to the number of balances.

In Soviet times, the norms of natural wastage were established for most materials and products. They are also convenient to use now when establishing the causes of material losses in warehouses during storage and transportation. In this regard, it is of great importance to find the actual coefficient of natural loss of materials and its comparison with the normative one. For these purposes, the formula is used:

where E y- the actual coefficient of natural loss of materials, Q p- consumption of materials for the reporting period, Q about- the balance of stocks for a given number, t cp– average storage period (in months), n- loss meter (accepted according to standards), T xp- the shelf life for which this rate of natural wastage applies.

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

Indicators of the volume of work of warehouses and the speed of turnover. The intensity of the work of the warehouse economy 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 turnover ratio of goods and materials. Warehouse turnover is equal to the number of products sold for the corresponding period from a separate, specific warehouse or base. The indicator is expressed in thousands and millions of rubles. Warehouse freight turnover is a similar indicator, however, expressed in physical units (quintals or tons) and characterizing the labor intensity of the warehouse, base. Material turnover ratio kob is equal to the ratio of the annual or quarterly inventory turnover to the average balance in the warehouse for the same period:

where Qp- release (consumption) of stocks from the warehouse for a specific calendar period; q- stock balance on the first day of the first month, q2- 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– number of balances used for calculations.

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

FROM 1 = FROM total/ Q total,(15)

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

FROM total = Z + E + M + A M + A C,(16)

where - W- wage costs, E - the cost of electricity and fuel, M - expenses for auxiliary materials (cleaning, lubricants, etc.), BUT M - deductions for depreciation, as well as the repair of fixed assets in the form of machinery and equipment, BUT C - deductions for depreciation, as well as the repair of fixed assets in the form of storage facilities.

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 prompt 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 pluses in the activities available to him, and neutralize the minuses 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) tends to see the sources of work problems outside himself. In fact, the only drawback in the work is the inability of the management to properly stimulate employees in order to educate them in independence and self-motivation.

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 be conditioned by physiological reactions, in other words - biological needs. Therefore, these motives include those associated with the corresponding natural needs: satiety (needs - hunger and thirst), rest (including sleep; need - restoration of the neuromuscular reaction), comfort (needs - protection from pain and getting pleasure as a positive reinforcing stimulus), sex (need - an instinctive desire to spread genetic material).

The term "primary" implicitly suggests that these motives are more important than secondary ones, and this view will be partly true if limited to typical situations that the personnel manager encounters. (There are numerous situations where 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. It is obvious that the examples given have nothing in common with traditional warehouse work situations, since it requires neither austerity nor self-sacrifice.)

All people have, on the whole, the same primary motives, since the 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 rest when introducing a scientific organization of labor. This means in the case of satiation, for example, that workers must be provided with the conditions for adequate nutrition at reasonable times outside the workplace for several reasons:

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

2) nutrition at the workplace is defective, because poorly prepared or not cooked semi-finished products, poor in nutrients, are used;

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

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

The conditions for the production of work should be comfortable in the sense that a person can avoid pain and discomfort during the implementation of certain operations. Work is shown to be interrupted a certain number of times (not the same for different professions) to provide employees with rest. Rest conditions should also be comfortable, so that at the end of the break, people would not only be really (physiologically) rested, but also psychologically feel rested and rejuvenated. In the absence of elementary comfort, a person will not be able to feel the disappearance of fatigue even after a break (“smoke break”) with 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 through social connections is an individual able to assert his “I”, achieve self-identity, in this way embodying the motivating factors acting on him into specific, tangible and understandable forms of motivation - social and cultural values ​​based on five components of culture (according to Goodenau): concepts, relationships , values, rules and standards. Let us list these values ​​in order to determine the secondary motives associated with them.

self esteem- is generated by the need to take a position in the workforce that is adequate to the perception of one's own social significance, the desire to draw the attention of other people to one's labor 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 in case of bold initiatives together give the keys to managing this motive. Very often, self-esteem makes people fight not only and not so much for horizontal (qualifying), but for vertical career growth. In certain situations, it is necessary to open prospects for climbing the career ladder in front of the employee.

Joy to the results- is generated by the need for feedback, when a person needs to see the fruits of his labor. At different people this need is expressed to varying degrees: it is important for some to see the results of their efforts immediately. Warehousing is different in that the result is always clear in it. Normally, products arrive and depart safe and sound, which is established in most cases already with the simplest visual control. Those who are able to wait for the result should be entrusted with work related directly to storage processes, since it involves iterative operations as part of lengthy technical cycles. Those who are in dire need of immediate observation of the result should be entrusted with the procedures for receiving and shipping products, when the result is recorded immediately after the completion of the operation, and the timing of the latter is short.

The Joy of Labor- due to the need for satisfaction from the performance and favorable completion of work. Stimulating such people with awards is not enough, and in some cases even 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 expediently used. Such employees can be given responsible assignments on special incentive conditions, when employees can experience the joy of muscular exercise (or intellectual exercise - depending on the nature of the need) with a satisfied awareness of the importance of the project, the adequacy of its value to their efforts.

The fascination of the task- the motive is dictated by the need for preoccupation with the assigned task. Such people are in dire need of professional achievements, which is why they willingly provide themselves entirely for the implementation of a particular project. These workers are disgusted by the half-fulfillment of the task or the refusal of the task they have taken on. It is important for the manager to identify such people in order to provide them with individual work that is of little use for joint implementation (including because of its complexity, which scares away other employees).

A person who is hungry for achievements is often misunderstood by others, so it is difficult for him to maintain good relations with them. Their specialization therefore implies uncompromisingness, weak professional ties with the team (for the sake of maintaining friendly relations), diligence. This may include diagnostics and repair of equipment, inventory control, examination of goods, and so on.

Ownership motif- dictated by the need to feel one's unity with the workforce. This can be achieved by a clear briefing, from which it clearly follows with which parts of the warehouse economy this or that employee is closely connected. There are relatively few people in the warehouse doing the same type of work (unlike a factory floor, mine, office or agricultural artel). Functional differences between different workers are usually quite noticeable, so team cohesion is achieved precisely by ensuring flawless "pipeline transmission": everyone joins the task in turn, checking with "neighbors". (It should be emphasized that many psychologists, especially behaviorists, find this motive to be primary, since the need for connection with the work collective can be legitimately considered as a variation of the group instinct, "herd feeling" in people.)

Some other secondary motives are also singled out by connoisseurs, but it would be inappropriate to touch on all of them, since they are less and less connected with the activity of the warehouse worker.

To find an approach to the selection of the optimal strategy for personnel management, taking into account the motivation of employees, an effective method is objectively needed. The effectiveness of the method, in turn, is predetermined by the logical harmony and scientific impeccability of the original theoretical premise, which is the role of the psychological paradigm. Unfortunately, today there is no doctrine that could rightfully be recognized as paradigmatic, dominant. Pluralism reigns in managerial psychology, which makes it possible to put forward alternative approaches within the framework of one theory or another, invariably bordering on a vast area of ​​poorly proven hypotheses.

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 those and others are considered as biological impulses that "push" the individual to the satisfaction of vital needs. Satisfaction brings with it the restoration of dynamic balance in the body ( homeostasis). This explanation of simple motivation is at the core of biological drive theory. This theory does not satisfy many practitioners, because 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 nervous system. External factors are incentives 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 a pronounced need.

Approach within the theory of attribution. Another biological approach is offered by attribution theory. It asserts the existence of other parameters of activity (including organizational behavior). The well-known psychologist Bernard Weiner formulates the following proposition of this theory.

There are two external factors - the attribution of bad luck and a happy accident. The meaning of attributing bad luck is to reduce grief from negative or zero results of activity; the point of attributing a fluke is to downplay the joy of success. If an employee attributes his success to internal factors, then he has high expectations about future success - often unjustified. However, at the same time, such an employee sets higher goals, is ready for professional achievements. Therefore, attributions must be managed with care, periodically stimulating one or the other.

Attribution errors form strong biases. One such bias is called the fundamental attribution error. This error is expressed in the desire of each employee to explain the behavior of other members of the work team by personal factors (perceptions, abilities, intelligence, relationships), although in reality people are motivated to observe actions by orders, instructions, the phase of the work process, and other circumstances in which labor activity is carried out. .

The second prejudice is called overestimated self-esteem and consists in the tendency of a person to present himself in a favorable light, citing personal abilities and diligence as the cause of success, and situational factors (from bad luck to direct interference from outside) as the cause of failure. The manager is required to achieve a clear division of responsibilities, which is possible in a warehouse economy, as well as a weak dependence of one employee on another in the process of joint activities. The latter means that employee A hands over to employee B the finished result, and not the intermediate one for joint improvement (which is often the case in most organizations). If you follow this rule, then you can eliminate the reasons for searching among the 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 transferred his work area fully completed and on time. Worker B will have to find other explanations (ill health, bad weather, technical failure, etc.). Thus, it will be possible to significantly reduce the number of conflicts in the team, to avoid friction between employees.

The top management of the enterprise should ideally form teams of managers on the problem of reducing attribution errors. The strategy developed by them will subsequently be applied by the warehouse authorities.

Approach within the content theories of labor motivation. Taylorism. Biological theories, due to their hypothetical nature and imperfections, are not popular among managers. Somewhat more practical for administrators are meaningful theories of work motivation that provide more actionable 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 reveal the factors (incentives) that, in the view of a human worker, allow him to feel comfortable in the enterprise and work productively. Content theories cannot always predict motivation to work due to their so-called static nature: facing the past or the present, they take into account only one or, more rarely, two or a little more factors at a time, but are not able to cover a complex of factors and trace their influence on future.

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

Taylorism took 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 by no means the only and 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 to man as an automaton, was replaced by approaches proposed by the school of human relations and humanistic psychology. Of these approaches, the substantive theories of motivation by Maslow, Herzberg, and Alderfer still retain their importance.

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 the 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 the 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 step 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 lower level;

b) the need for security;

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

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

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

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

Physiological needs, coupled with the need for security, 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 development(for the sake of salary increase), social security (in the form of various guarantees, including paid vacations 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 responds, he will soon realize his mistake and begin to believe that he was deliberately deceived, which will make him work worse at first, and then completely break off all relations with the organization.

Social needs form for the employee such motives as: a friendly team, a clearly defined range of responsibilities, no fear of possible intrigues, lunch break in a room equipped for communication and board games, the ability to listen to the radio at lunchtime (for an office at a warehouse, also - the ability to surf the Internet or watch TV).

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, the recognition of ore merits in the form of certification, bonuses (this time not only and not so much money), placing reviews on the board of honor, and other forms moral encouragement.

Work provides satisfaction of needs in the case of higher-level motives associated with self-actualization (self-expression). This includes such significant motives for a warehouse worker as: the opportunity to learn something new, a chance to improve one's professionalism, 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 (an abbreviation for the English existence, relatedness, growth). The theory assumes three levels of needs: existence, relationship, growth.

The first level, which includes the needs of existence, is represented by the elementary conditions of work. This includes safety and security factors. The second level involves meeting the need for a full-fledged relationship between the employee and others both at the workplace and outside the warehouse (meaning that work in a warehouse affects a person’s personal life only positively, providing free time for full communication and guaranteeing the acquisition of new acquaintances). The last level (the need for growth) is associated with the motives for 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 suggested that a person rises up 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 to the worker at the same time. On the one hand, Maslow's theory is more attractive and accurate, but it is more suitable for testing to describe the "man in general" and not the worker.

"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 time. Alderfer focuses our attention on the fact that the satisfaction of the needs of the worker proceeds 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 in a company, receives wages on time and has legal leave on time, such an employee becomes more and more difficult to stimulate financially over time. This person is more concerned with the needs of growth - self-esteem and self-realization, that is, a career, status, new perspectives, bold projects, the 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, subject level, become. If an employee cannot prove himself as he sees fit, then he needs constant confirmation of his fairly high status from the outside. Respect for others returns a sense of self-worth, which can be lost by a person deprived of sufficient freedom of self-realization. Accordingly, the less the needs of the relationship are satisfied, the more important the needs of existence (material) become. This means that all sorts 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 employing company, over time he remembers only one pattern of behavior, which initially turned out to be the most convenient. This leads to a concentration of attention only on a strictly defined group of motives: other motives become third-rate, insignificant, in other words, the individual ignores them. In some cases (the specific situation depends on the origin of a person and the cultural environment in which he was brought up 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 is steadily increasing, crowding out all other motives along the way. Conversely, 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 require carte blanche for almost every project.

Studies on the ERG theory have 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 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 various factors, although they are associated with a complex of interrelated needs.

Job satisfaction increases due to:

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

b) an unquenchable interest in the work in general and specific tasks in particular;

c) responsibility and risks that increase the feeling of self-importance;

d) career advancement as a factor in the recognition of merit and competence.

The factors of this group were called "motivators" within the framework of the theory.

Job dissatisfaction is growing under the influence of factors:

a) poor management

b) ill-conceived policy of the organization;

c) unfavorable working conditions;

d) conflict interpersonal relationships in the workplace;

e) low wages;

e) lack of confidence in the stability of work,

g) low earnings and/or high employment have a negative impact on personal life.

These factors are called "context factors" (otherwise: "hygienic factors").

Motivators, as can be seen, are almost entirely due to the internal needs of the individual in self-expression and are associated with the content of the work. Meanwhile, "hygienic factors" are due to external conditions and are associated with shortcomings in work. The task of the manager is, therefore, to strengthen the effect of motivators and shield the effect of "hygienic factors". At the same time, attempts to shield "context factors" lead to the fact that the attitude towards work becomes from negative to neutral or even somewhat positive. But the use of motivators turns into a sharp jump in positive perception of work.

Approach within the framework of process theories of motivation. Theory of expectations. Unlike content models, process theories focus on cognitive premises that are realized in motivation or actions. The honor of creating the first process theory (which is called expectation-valency theory) belongs to W. 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 as he perceives. specific situation. The key concept of the theory is “valence”, which means a positive or negative attitude towards the results of certain possible actions of an individual. The attractiveness of the result increases its valency. The more a person expects to achieve the 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 achievement of the goal, on the other hand, is easily expressed in the language of mathematics: strength of motivation(M) is a function of the product valency(V) and subjectively assessed the probability of achieving the result(P), and the maximum value of M, which determines the behavior of the employee, is found as:

where i are different results (it is assumed that 0 ‹ Pi< one).

Based on Vroom's calculations, a expectancy theory, from which it follows that people behave in a certain way in order to obtain certain (expected) results. Motivates to action assessment of the probability of achieving the optimal result.

The degree of probability forms a hierarchy of motives that almost exactly reflects the hierarchy of outcomes. In this hierarchy, there are results of the first, second, third, etc. level. Suppose a warehouse technician is experiencing simultaneously (according to Alderfer) three needs - to transfer him to another job (security engineer), to be respected and to increase his salary. All three needs are interrelated and can be met by transferring to another job. Is it a motivation to work better-

Alas, no, the theory of expectation answers. The employee soberly assesses that the position of a safety engineer is occupied and is unlikely to be vacated. And if he is released, then a more qualified specialist will be hired for him. But the company needs a specialist in diagnostics and repair of warehouse conveyors, and a technologist is quite able to fill this vacancy if he proves himself properly. The motive to prove oneself an expert on pipelines is higher in the hierarchy than the motive to prove oneself 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 such concepts as valency, significance (instrumentality) and expectation, the expectation theory is also called VIE theory(an abbreviation of 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 should be called the ability to explain the attitude of staff towards production standards(for standards, see 3.1.3). By measuring the results of the work of each of the employees, using the theory of expectations, management is able to determine the individual goals of employees. Ideally, it is assumed that for the staff there is a first level result (easily achievable) - to comply with the norms and comply with labor discipline, and there is a result of the second level (hard to achieve) - personal enrichment and respect for others, which is possible due to the results of the first level.

If the performance of any of the employees is below the norm, this, most likely, indicates that this employee has either (a) lost interest in the results of the second level (a meager salary, lack of trust and respect in the team), or (b) 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 manifests 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 in effective cultural change that affects the development of the entire management culture. When rewarding warehouse employees, company managers instill in them certain moral and cultural values ​​related to the attitude to the property of the company, the reputation of the company, etc. etc. Using the rewards correctly, the manager is able to prevent the appearance of those who work with coolness among the warehouse staff. The remuneration system is mainly embodied in the chosen form of remuneration.

Forms of pay. In modern conditions, the use of two forms of remuneration of workers is practiced - time and piecework. time-based form wages 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, normalized tasks are set for employees, which are based on the norms (service or number of employees) for the performance of individual functions and scope of work. The considered form of remuneration is divided into two systems - simple time-based and time-bonus. Let's get acquainted with each of them separately.

1. Simple time-based system - a certain amount of hours worked is paid regardless of the amount of work performed. Quality records are not kept, unless explicit marriage is taken into account. Since there is no marriage in the warehouse business, this system is quite suitable for remuneration of warehouse or base workers. As for the poor quality of work, it turns into damage to inventory, therefore, it is punished in accordance with the degree of liability. Unfortunately, this system is unsuitable 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 adapted to encourage the work of warehouse workers.

At piecework salary depends on the volume of work, estimated through the number of serviced sections of the technological process and / or units of production. Accrual of piecework earnings for warehouse staff can be difficult, since this system is more designed for production, where the result of the work done is always clear: this is a product, the amount of which is easy to measure by piece or by other quantities. Piece work can be transferred to operators of loading and unloading operations, cleaners and some other workers whose volume of tasks is not constant, but changes from day to day.

The amount of earnings with piecework pay is affected by the established category of the employee, the tariff rate (salary) and the rate of output (norm of time). The listed factors are combined as follows: the hourly/daily wage rate corresponding to the category of work performed is divided by the hourly/daily rate of output; or the hourly/daily tariff rate corresponding to the category of work performed is multiplied by the established norm of time in hours/days.

The piecework form of remuneration, in view of its complexity, includes many varieties (systems):

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

2. Piece-bonus system - earnings are supplemented by bonuses for overfulfillment of production standards and specific indicators of production activity (such as: the absence of marriage, complaints).

3. Chord system - remuneration is determined by the assessment of a complex of heterogeneous works (taking into account the deadline for their implementation). Such a system can be useful in remuneration of workers who combine several dissimilar functions in servicing the warehouse.

4. Piecework-progressive system - finished products are paid at direct (unchanged) rates, if the output is within the established norms, and at higher rates - 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. What has been said means that the system is only suitable for remuneration of workers servicing equipment and workplaces, that is, auxiliary personnel. The amount of monthly earnings is formed on the basis of 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. In the conditions of a developed warehouse economy, it is permissible to supplement any of them with other types of material incentives, which include: additional payment in kind, gifts, rent and rental on favorable terms.

Non-material stimulation of employees is also appropriate, that is, stimulation without the use of money and other types of material remuneration. This is expressed in the concern for the physical and mental health of the staff:

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

b) good nutrition in the canteen of the enterprise (if such is provided);

c) sufficient rest during the lunch break;

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

Requirements for residential premises. First of all, one of the factors of concern for the health of workers is the availability of household premises in the warehouse (which simultaneously serves as a leading factor in the safety of stored inventory items). It is advisable to equip household premises for warehouse workers by the type of a checkpoint or even a sanitary checkpoint (when working with food products, medical goods, 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, shower rooms, a manicure room, a toilet, sinks for washing hands, a health center (or a medical examination room), a room for the personal hygiene of women. At the same time, dressing rooms for working and sanitary clothes should be located in a room isolated from dressing rooms for outerwear.

It is forbidden to place toilets, showers and laundries above storage rooms. Toilets are shown to be equipped with self-closing doors. In a warehouse where food products, medical products or chemicals are stored, locks in front of toilets must be equipped with hangers for sanitary clothes, sinks for washing hands, with hot and cold mixers. cold water, soap, brushes, hand sanitizer, electric hand dryer or disposable towels. Toilets in toilets are shown to be installed with a pedal descent.

Hygienic and some other rooms in the complex of amenity premises are faced with glazed tiles. In dressing rooms and linen sanitary clothes, in bathrooms and in the women's hygiene room, it is shown to clad walls to a height of 2.1 m (higher walls are painted with emulsion or other permitted dyes up to load-bearing structures). As for the shower rooms, the walls in them need to be lined to the full height. In other rooms, painting or whitewashing of the walls is allowed. Ceilings in shower rooms should be covered with oil paint, in other amenity rooms - lime whitewash. The floors in the living quarters are covered with ceramic tiles.

Wet cleaning is carried out daily before the warehouse closes. Wardrobe cabinets are disinfected once a week. Bathrooms and equipment of the women's hygiene room are thoroughly cleaned and disinfected at least 1 time per shift.

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

The head of the warehouse or the personnel manager are obliged to provide newly arriving warehouse workers with hygienic training according to the sanitary minimum program, which is noted in the relevant journal and in the personal medical book, and also to test the knowledge of the sanitary minimum once every two years.

The job description is drawn up for each financially responsible person working in the warehouse of the enterprise. This administrative document defines the functional duties, the range of rights and the scope of responsibility. The instruction necessarily contains a mention that a warehouse worker is appointed to a position and dismissed by the head of the enterprise, who issues an order on this matter. The procedure for enrolling an employee in the state is carried out in the manner established by the current labor legislation of the Russian Federation. The next item in the instruction is an indication of the person to whom the employee admitted to the staff is directly subordinate. This may be the head of the warehouse section or the warehouse manager.

It is mandatory to include in the instruction the qualification requirements for the employee: education, experience, the need for special training. In full, these requirements apply to merchandisers, site managers, and engineers. Other financially responsible persons are hired on incomplete requirements (for example, there may be no requirements for seniority or special training).

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

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

b) orders and guidance materials of the enterprise management, business plan of the enterprise, plan for the development of storage 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 the operation of entrusted equipment;

e) safety regulations.

The general part of the instruction ends with an indication of the person who is responsible for replacing this employee during an unforeseen absence (due to illness, etc.).

Let us concretize what has been said in relation to the persons of the three main professions involved in the warehousing of each company: the warehouse manager, the storekeeper and the loader. In job duties warehouse manager includes:

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

ensure the safety of stored inventory items, compliance with storage regimes, rules for processing and submitting receipts and expenditures;

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

organize the carrying out of loading and unloading operations in the warehouse in compliance with the norms, rules and instructions for labor protection;

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

participate in the inventory of inventory items;

control the accounting of warehouse operations, established reporting;

take part in the development and implementation of measures to improve the efficiency of warehousing, reduce the cost of transportation and storage of inventory items, and introduce them into the organization of warehousing modern means computer technology, communications and communications.

The warehouse manager must know:

regulatory and teaching materials on the organization of warehousing;

standards and specifications for the 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 the storage and warehousing of inventory items, provisions and instructions for their accounting;

terms of contracts for the transportation and storage of goods, for the lease of storage facilities and equipment; payment procedure for services rendered and work performed;

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

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

fundamentals of labor legislation;

rules and regulations of labor protection.

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

The profession of a storekeeper provides for three categories. Note that the 3rd category is established only if the work of the storekeeper is related to the acceptance to the warehouse, storage and issuance from the warehouse of especially valuable instruments, products and materials, expensive measuring instruments, chemicals, acids, poisons and flammable substances and the execution of appropriate accounting and other documents. In other cases, the use of a two-digit system is practiced. Storekeeper of the 1st category must perform the following duties:

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

verification of valuables arriving at the warehouse with accompanying documents;

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

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

ensuring the safety of material values.

The storekeeper of the 1st category must know: (1) the range and range of stored material assets, their properties and purpose; (2) methods of checking working tools, devices, devices for their suitability for work; (3) ways to protect 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 the maintenance of office premises, labor protection rules for the storage and movement of toxic, flammable, explosive materials, fuel and lubricants.

On the storekeeper 2nd class The company's management has the following responsibilities:

management of work on loading, unloading of goods and placing them inside the warehouse;

acquisition of batches of material assets at the request of consumers;

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

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

participation in the inventory.

The storekeeper of the 2nd category must know: (1) the rules of warehouse management; (2) the rules for accounting, storage, movement of material assets in the warehouse and the rules for issuing accompanying documents for them; (3) the rules for completing batches of various material assets according to technological documents; (4) rules for the use of warehouse measuring tools, devices, mechanisms and methods for checking them for suitability for work; (5) rules for the use of lashing vehicles in car parks; (6) rules for conducting inventories; (7) fire safety rules for the storage and movement of materials and the maintenance of office premises; (8) rules and conditions for storage of acids and chemicals, poisons and flammable substances.

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

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

rolling and rolling of wagons during operation, opening and closing hatches, sides, doors of the rolling stock, cleaning the rolling stock after the cargo has been unloaded;

cleaning and lubrication of serviced loading and unloading devices;

carrying shields and ladders.

The loader of the 1st category must know: (1) the rules for loading and unloading goods; (2) rules for the use of the simplest handling devices; (3) allowable dimensions when loading goods onto open railway rolling stock and motor vehicles, when unloading goods from railway cars and stacking them in a pile.

Loader 2 category, as well as a loader of the 1st category, performs loading, unloading and intra-warehouse processing of goods, but using means of transportation. In addition, he is charged with the obligation to install winches, lifting blocks, devices for loading and unloading goods, securing and sheltering goods in warehouses and vehicles. In addition to the above, the loader of the 2nd category without fail regularly performs work on cleaning and lubricating the means of transportation used. The loader of the 2nd category must know:

rules for stowage, fastening, sheltering of goods in warehouses and vehicles;

rules for the use and use of means of transportation;

conditional signaling used during loading and unloading of goods by hoisting and transport mechanisms;

location of warehouses and places of loading and unloading of goods.

Having said that, let's make a few additional remarks. For all warehouses of branches, a single job description should be developed if all warehouses are formed according to a single principle, equipped with the same equipment, and also have comparable dimensions and shapes. Such an organization should be striven for, as it is ideal at the moment. 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 storekeeper himself can print an invoice. In this case, the enterprise will save on the position of an operator working with an electronic database. Therefore, in the functional duties of the job description of the storekeeper of this warehouse, an item will appear on the printing of consumables and waybills.

Warehouse staff personal job descriptions are one of the sections of the Warehouse Regulations, drawn up in a separate document for ease of use only. Therefore, it is important to use the same terms throughout the documentation, even when it comes to different branches. An employee who completes products in accordance with an order in any of the cities of Russia in a single container should be called a picker in any branch, even if somewhere he is also engaged in packing this container, while in another branch this is done by the controller-packer. It's just that in the first case, items related to the packaging of goods should be included in the job description of the picker.

Sometimes HR managers have little understanding of the specifics of the technological process in the warehouse, namely, they have to draw up job descriptions for employees, which are later sent to branches as a guide to action. This should not be. 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 this warehouse position and sends it to the branches. It is accompanied by an explanation that some wording should remain unchanged (pallet, pallet, cell, packaging, label, barcode, etc.).

2. The managers of the logistics departments of the branches, in cooperation with the heads of warehouses or storekeepers, finalize job descriptions in the context of local characteristics 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 branches is obliged to consider them.

3. The deputy for personnel management of the chief logistics manager of the enterprise or the personnel instructor proofread the job descriptions modified for local characteristics. They must correct the clarity and clarity 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 instruction is signed by the director of the branch only after the manager of the logistics department of the branch confirms that the essence of the instruction after editing has remained the same.

The Regulation on the warehouse briefly characterizes the functions of the warehouse, its place and role in the branch, outlines its structure, covering the relationship of subordination. If the warehouse is functionally divided into certain areas - such as the receiving area, storage area, assembly area, etc., brief Regulations on these structural units should be drawn up. At the same time, it is also necessary to adhere to a single terminology of the enterprise. Regulations on structural subdivisions should be consistent with the regulations technological works described in the production instructions.

The production instructions necessarily prescribe the actions of warehouse workers regarding the acquisition, storage, movement, assembly and shipment of products, the document processing system. In the same instructions, there should be recommendations for specific specialists in case of unforeseen situations. For example, if the amount of cargo arrived from the supplier does not match the amount recorded in the accompanying documents.

Such instructions optimally reproduce the area of ​​competence of each of the employees. When compiling production instructions, it is necessary to include the section “Obligations of officials in connection with the implementation of these regulations” in the regulations for warehouse operations, write out all the employees mentioned in the instructions and distribute all possible functions between them.

When working with certain stocks, the warehouse employee must demonstrate or acquire the following disciplinary skills, which are essential for the successful performance of their functions.

1. Do not allow joint storage of auxiliary materials with the main raw materials, but equip separate storage facilities for the first (especially if the raw materials are food or have chemical activity). Do not store materials, semi-finished products and finished products.

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

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

4. Monitor the cleanliness of storage facilities, remove garbage that is dangerous for stocks and point cleaners to safe garbage, keep the warehouse clean (do not litter), systematically clean your own workplace. Do not interfere, but if necessary, promote 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. With particular care, monitor fire safety measures and storage conditions in areas designated for fuel and lubricants, as well as containers and building materials (areas under sheds or in specially designated areas with appropriate shelter).

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 prescribed distance from the floor and from technical devices (for example, microclimatic installations), 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 foodstuffs or chemicals. (Store spare clean inventory in a separate room.)

10. Facilitate periodic microbiological control for the timely detection of mold infestation in the warehouse in the presence of such a danger.

11. Participate in the cleaning of the entire warehouse and checking of all equipment during the periods of preparation of premises for the mass receipt of goods.

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

13. Ensure that the loading of stocks prepared for shipment is carried out on vehicles specially designed for their movement. Do not allow the carriage of goods in a shaft (without packaging) that are not intended for that.

14. Ensure that the vehicles in the warehouse are technically sound, clean, and, if necessary, transportation food products- had health certificates.

15. If necessary, have a personal medical book with notes on passing the sanitary minimum and passing set time medical examination.

If your property has a piece of land that is not used for its intended purpose or with ready-made structures located on it, then such a prospect as organizing a warehouse is the best option for the rational use of this property. Having made a decision, in the first place, the question arises, where should one start?

It is enough to imagine only the scale of future activities for the next period of time. The reason for this approach is the versatility of the chosen direction. affect the entire spectrum of economic activity of modern business, which means that there will be a constant modernization of equipment, an expansion of the list of services and an improvement in approaches to managing and organizing the process.

The scale of future activity means the volume of the expected trade turnover, and most importantly, the amount that will be invested in the project. When all the preparatory activities are completed, concrete actions should be taken. It will be of great help to first enlist the support of competent persons who have had experience in creating such facilities.

Initial stages

In any case, the following steps must be followed:

• carry out the development of project documentation in all areas of the planned work;
• perform all construction and repair work, control the quality of the construction of new structures or repair of the existing fund;
• to purchase the necessary equipment for completing the warehouse;
• obtain permits for the commissioning of storage facilities;
• hire and, if necessary, train personnel who will serve the storage facilities.

To build storage facilities, first you need to draw up a project of buildings and structures in accordance with the requirements of the architecture department, provide the territory with all the necessary communications, such as water, gas, sewerage, electricity, and the Internet. Then, you need to find a construction and installation company that will carry out all the necessary construction and repair work on this project. This enterprise must have the appropriate permits, license, positive reviews and skilled workers.

The next step will be the purchase of the main and auxiliary storage equipment. It includes: racks, pallets, boxes, cargo carts, tables, chairs. If necessary, means of automating the accounting process are purchased: a barcode scanner, database terminals, computer equipment and other things necessary for the temporary storage of goods in a warehouse for storing goods. To implement an extended list warehouse services you will need loading equipment (cranes, forklifts, mechanical carts). It is mandatory to purchase equipment for video surveillance, sanitary and fire protection.

The organization of a warehouse for seasonal items in the field of commissioning of warehouses ends with the receipt of permits from the state supervision authorities. One of these documents is the Certificate of Inspection of a Temporary Storage Warehouse (TSW) for compliance with veterinary and sanitary requirements. These include the requirement to ensure safe and comfortable working conditions for personnel (microclimatic and sanitary conditions), compliance with fire and anti-epidemiological standards.

Organization of labor and work process

So, storage facilities have been built, storage equipment has been purchased and installed, permits have been received. The organization of the workflow in the warehouse includes:

1. Drawing up job descriptions;
2. Directly, the process of hiring and, if necessary, training of working personnel;
3. Selection of a warehouse management system (TSW) and basic approaches;
4. Organization of intra-warehouse regime;
5. Organization of document flow;
6. Organization of a system of reporting and rewards.

The successful organization of a warehouse for the storage of goods is feasible only with the presence of qualified personnel, which should become one of the most important assets of the enterprise. By not making a mistake in choosing this link of the team, you can quickly get the predicted result of the growth of the main quality indicators of work. Much attention should be paid to the staffing of employees and clearly delineate their duties with job descriptions. If necessary, they need to be trained or upgraded. This process requires additional material investments. Ultimately, these relatively minor costs will pay off and allow you to avoid various mistakes, optimize the number of employees by automating some technological and business processes.

The number of hired employees should be optimal and balanced. When the balance shifts, you can get a situation of total irresponsibility or a constant rush mode. And one and the second options have a negative impact on the quality of the work performed, provokes staff turnover. All this, ultimately, leads to additional material costs for training and adaptation of a beginner, compensation for losses. You should also not actively save on the salaries of employees. This factor, again, provokes staff turnover, unhealthy psychological condition team and lack of motivation.

Choosing a Warehouse Management Method

Nowadays, warehouse organization is often based on the address method. Address storage in a warehouse is very important where there is a large assortment of goods, which means that we will focus on it. In address warehouses, goods are stored in cells that have their own unique number. At the same time, control over the movement of goods is greatly simplified, the route of its movement is optimized, and control over storage conditions. The use of automated warehouse complexes by default implies address storage, since the movement of goods is controlled by automatic manipulators without human intervention. High level Automation allows you to significantly increase work efficiency with a slight increase in costs and expenses.

If the enterprise has several warehouses spaced geographically, then in this case it is possible to carry out intra-warehouse movements between them. This approach is often justified when it is difficult to predict the dynamics of demand for a storage service. Due to the imbalance in demand, cases of shortage or excess of free space are likely, which is quickly corrected by intra-warehouse transportation.

An inventory in the area of ​​​​storage areas should be carried out without fail. Frequency is considered optimal - at least once a month. This event is aimed at identifying the facts of theft and shortcomings in the personnel management system (poor quality acceptance of goods, re-sorting, errors in the quantity of goods in the package, and other shortcomings).

The address warehouse is usually divided into three conditional zones. In the first zone, unloading operations are carried out, initial sorting and determination of which storage zone the goods will be sent to in the future. The second zone is the place where the goods are stored, placed in special storage cells. In this zone, everything is clearly divided into rows and pallets. Racks and shelves are clearly numbered. Each shelf is divided into several cells, which also have their own serial numbers. In the third zone, the goods intended for shipment are assembled and sorted.

The main advantage of the address method is that in order to carry out operations at any stage, the staff needs a minimum of information, since all the address information of the goods is written in the documents. For example, during the acceptance of goods in the receipt document, the address is already affixed, where each type of goods must be specifically placed. And when picking an order, the employee is given an assembly sheet, where the addresses of the necessary goods are already clearly affixed. At address warehouses, the influence of the human factor on the work process is minimized.

Organization and maintenance of accurate document flow

Nowadays, almost all documentation is maintained in programs such as 1C Warehouse Accounting, which have everything from a storage agreement for goods and receipts and expenditures to price lists. Reliable accounting and control over the process is the key to future success.

As can be seen from the above, the organization of a warehouse is a complex and multifaceted process. No one can take it on alone. Therefore, the best option would be to involve companies that provide warehouse outsourcing. Such a company will be able to organize work to create a specific business in a short time and on a turnkey basis. The work of specialists on this issue will help to provide for bypassing the "pitfalls" and avoid additional costs.

In this article, we have describeda list of recommendations for improving warehouse performance and maximizing profits.

Labour Organization

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

• experience, knowledge of the nuances of warehouse logistics;
• confident user of PC and software for process automation;
• knowledge of all processes.

It's good if such an effective manager can "grow up" on his own from his employees. Is there no such possibility? Start searching on the side.

2. Keep track of your headcount. Do not exceed it without urgent need, but also do not go beyond the normalization of the working hours of employees in accordance with the current legislation.

3. When developing norms, local legal acts, be guided by the legislation: the Labor Code, SanPin Decrees, current intersectoral norms and rules, federal laws, recommendations of various departments. Conduct a workplace assessment.

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

5. Regulate the workflow so that the staff has clear instructions for action. Develop and implement:

• Regulations on the warehouse (this will be your foundation of the foundations - the Constitution of the warehouse);
• regulations describing the processes of acceptance, movement, storage, release, return, assembly, write-off;
• draw up a flow chart for each process;
• official, work instructions;
• instructions on labor protection, fire and electrical safety.

Keep track of the validity of the developed documentation.

6. Keep track of the separation of labor and technology resources. They must be evenly distributed. The situation when one part of the warehouse is idle, and the second is worn out is unacceptable!

7. Transfer workers to piece-bonus pay.

8. Pay salaries based on performance indicators (KTR). Consider no more than 10 indicators, otherwise their inclusion will lead to even greater costs. You can limit yourself to taking into account such indicators:

The volume of shipped products;
- speed of shipment;
- quality indicators (lack of battle, marriage, accuracy of design).

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

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

Unloading and acceptance

11. Before unloading the car, it is necessary to verify the seal numbers with those indicated in the accompanying documents. Check their integrity, correct sealing. Inspect the vehicle for a malfunction (torn awning, broken lacing).

12. Develop regulations that determine the procedure for unloading vehicles if they arrived at the same time. Take the decision on priority based on the specifics of the products arrived, its quantity. First of all, it is advisable to unload items that will not be stored, but will go immediately for assembly and shipment to the customer.

13. Unloading should be carried out rationally in accordance with the developed technological schemes. It is advisable to carry out unloading with the simultaneous entry of goods into the register and control in terms of quantity and quality.

14. Only one item of goods may be placed on a pallet. Avoid mixing and sorting. You can set a rule that different items can be stored on one pallet, but at the same time, if they are sent to the same zone. Arrange packages so labels are easy to read.

15. Pallets (pallets, stacks) used for storage must be stable, serviceable, ensure the integrity of the goods when moving. For the safety of products, it is necessary to carry out its "palletization" - wrap 2-3 upper rows with several layers of stretch film.

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

17. Unload and take into storage on the day of arrival.

18. Check compliance with the quantity indicated in the waybill by:

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

Be sure to open all suspicious, damaged packages to check the safety of the attachments.

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. It is not necessary to check the cargo from an ultra-reliable supplier. A "reliable" supplier needs to check no more than 30% of the scope of supply. Shipment from a supplier that "requires verification" is checked thoroughly.

20. In case of shortage, surplus, regrading, marriage and other claims, draw up an act. You can use the unified form TORG-2, developed by the State Statistics Committee, but it is very cumbersome. The law allows you to use your own approved form of the act.

Storage

21. Each category of goods must have its own zone. And separate or so-called "virtual" warehouses should be created. For example, a warehouse "in the zone of long-term storage" or a warehouse "in the zone of waiting for shipment." Thus, you will always know how the goods move inside the "physical" (main) warehouse.

22. Inside the allocated area, a place (box, shelf, pallet, rack) should be allocated for a certain article.

23. Frequently requested items should be readily available. Such positions should be placed as close as possible to the shipping area. To determine the demand, use the ABC analysis or a special technique for the percentage of circulation.

24. Sometimes the "demand rule" has exceptions: it is better to store bulky goods, regardless of demand, near the shipping area. It is advisable to store products of great value in the back of the room.

25. Determine the categories of goods for statistical storage - in allocated places, and for dynamic storage - place in free places at the time of its receipt. Designate staff responsible for organizing accommodation.

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

27. Transfer the goods for storage with the utmost care. Inspect it daily for integrity.

28. Enter the rule "3 steps" for a quick search: 1st step - sort the product into groups. The staff will remember the storage location of this group.

29. 2nd step - address storage (the 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 labels different colors. The color will help in identification.

30. 3rd step - the introduction of an automated accounting system, the use of bar codes, bar codes, digital codes, electronic tags. This method helps to get the job done quickly and efficiently, but has disadvantages:

• high price;
• strict regulation of all actions;
• only zoned storage;
• availability of good software;
• personnel must be trained in the use of the system.

Packing and shipment

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

32. Develop picking routes, set deadlines for the preparation of supporting documents.

33. Set the time for receiving applications from customers: 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 a decision on changing the regulations on the time of picking.

34. Determine priority items for shipment. It:

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

35. It is wise to use a combination of two picking methods:

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

Assign a worker to decide on the picking method.

36. Place the completed goods in a container, container, put on a separate pallet, wrap with foil. Label with customer name, delivery address.

37. Get a "Packing Log", where each employee responsible for order picking will put his signature.

38. Inspect the vehicle for suitability for the load being carried. Avoid shipment to inappropriate transport.

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

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

Warehouse zoning

41. Determine which premises you need based on the picture:

42. Divide the entire area of ​​\u200b\u200bthe 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 be extended to other departments.

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

46. ​​Create a zone of "marriage", put there products that do not meet the established requirements. It is advisable to visually fence it off.

47. Let the manager submit a monthly report on products in the "defective" zone with a proposal for decisions on its further use.

48. Take measures to reduce the number of marriages:

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

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

50. Administrative and amenity premises should be in sufficient quantity: toilets, showers, changing rooms, rest rooms. The optimal rate is 3 square meters. meters per person.

Order in the warehouse

51. Even with a significant shortage of space, leave passages of at least 50 cm along the walls, this will make it possible to bypass the warehouse around the perimeter for inspection and during cleaning.

52. If there is not enough space, then consider the possibility of additional shelves on racks, extensions of mezzanines from above. Or maybe reduce the space between the shelves?

53. Do not store foreign items in the warehouse.

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

55. Create a lighting system that will only illuminate the parts that need to be lit at the moment. This will significantly reduce energy costs.

56. Use the principles of ergonomics: walls, ceilings of light color will visually increase the space. Highlight traumatic areas with bright colors.

57. Mark the floor for the movement of equipment. Designate the places of its parking.

58. Equip the warehouse with warning signs, information plates. Be sure to hang up a safety information board.

59. Keep clean. Carry out systematic cleaning, deratization. Monitor the health of all systems: sewerage, ventilation, air conditioning.

60. Keep in mind that your warehouse will be known far beyond your region - carriers are willing to share information about working conditions.

Warehouse equipment

61. Loading and unloading equipment is very expensive. The calculation of its required amount is best done according to 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 the neighboring department.

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

63. The technical department should have everything necessary for maintenance: brushes, rags, a vacuum cleaner, buckets. Materials for lubrication and maintenance 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, it is necessary to conclude a contract with a training organization.

65. Has the warranty expired? Conduct an inspection on the basis of which make a decision on the advisability of further use, sale, purchase of new equipment.

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

67. Entry of equipment into a wagon or vehicle body - justified. Use overpasses, adjusting bridges for this.

68. When choosing a manufacturer, consider:

• cost, terms of payment;
• lifetime;
• reviews of other buyers;
• specifications;
• how service is organized.

69. On a level floor, use polyurethane coated wheels. With uneven, earthen floor, asphalt coating - rubber wheels or nylon rollers.

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

Cost reduction, optimal budgeting

71. Manage the cost of operations, which is calculated as the dependence of handling 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 price the main motivation of the management staff: the lower it is, the more bonuses.

73. If possible, determine the cost of each operation - this will help identify and eliminate unnecessary, non-profitable ones.

74. Introduce IT technologies and lean principles to reduce costs.

75. Reduce the number of manual operations with the movement of the load to the minimum possible. Labor productivity will increase - costs will decrease.

76. Raise 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 issues with the priority of payments.

80. Remember! The warehouse does not spend money, it earns it! There are many ways:

Safety of material assets

81. Sign an agreement on liability with each employee.

82. Require strict compliance from staff established rules, norms, regulations.

83. Do not allow the presence of a "peak" load on the warehouse, this leads to a different result on the fact and documentation.

84. Employees should be aware that losses are covered from the company's net income.

85. Do not punish anyone financially without establishing the causes and conditions of shortage (spoilage of products).

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

87. Special control is required for shipping areas - 90% of thefts occur here.

88. Pay staff salaries on time.

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

90. Use modern security systems, or at least their dummies.

Inventory

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

• identifying discrepancies between documentary and actual data;
• improving the efficiency of inventory management;
• improving 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, participants.

93. Before the procedure, stop the movement of products in and out of the warehouse.

94. Have employees prepare the warehouse for the event.

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

96. Conduct a complete inventory once a year, periodically - monthly or weekly. Analyze data from previous checks.

97. Occasionally conduct unscheduled inventories to test the performance of the manager.

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

99. Removing residues is the task of responsible people! Get it done.

100. The results of the inventory are drawn up by an act, all financially responsible employees put their signatures.

Warehouse Logistics - a complex system plays 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) is accepted freely and of its own free will, applies to all information that Insales Rus LLC and / or its affiliates, including all persons belonging to the same group with LLC "Insales Rus" (including "EKAM Service" LLC) can obtain about the User during the use of any of the sites, services, services, computer programs, products or services of "Insales Rus" LLC (hereinafter referred to as the "Services") and in during the execution of Insales Rus LLC of any agreements and contracts with the User. The User's consent to the Agreement, expressed by him in the framework of relations with one of the listed persons, applies to all other listed persons.

1.2. The use of the Services means the User's consent to this Agreement and the conditions specified therein; in case of disagreement with these conditions, the User must refrain from using the Services.

"Insales"- Limited Liability Company "Insales Rus", OGRN 1117746506514, TIN 7714843760, KPP 771401001, registered at the address: 125319, Moscow, Akademika Ilyushin St., 4, building 1, office 11 (hereinafter - "Insales" ), 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 entity is a resident;

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

which has accepted the terms of this Agreement.

1.4. For the purposes of this Agreement, the Parties have determined that confidential information is information of any nature (industrial, technical, economic, organizational and others), including the results of intellectual activity, as well as information about the methods of carrying out professional activities (including, but not limited to: information about products, works and services; information about technologies and research works; data on technical systems and equipment, including software elements; business forecasts and information about proposed purchases; requirements and specifications of specific partners and potential partners; information, relating to intellectual property, as well as plans and technologies related to all of the above) communicated by one party to the other party in written and / or electronic form, expressly designated by the Party as its confidential information.

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

2.Obligations of the Parties

2.1. The Parties agree to keep secret all confidential information received by one Party from the other Party during the interaction of the Parties, not to disclose, disclose, make public or otherwise provide such information to any third party without the prior written permission of the other Party, with the exception of cases specified in the current legislation, when the provision of such information is the responsibility of the Parties.

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

2.3. The obligation to keep secret confidential information is valid within the term of this Agreement, the license agreement for computer programs dated 01.12.2016, the agreement of accession to the license agreement for computer programs, agency and other agreements and within five years after termination their actions, unless otherwise agreed by the Parties.

(a) if the information provided has become publicly available without violating the obligations of one of the Parties;

(b) if the information provided became known to the Party as a result of its own research, systematic observations or other activities carried out without the use of confidential information received from the other Party;

(c) if the information provided is lawfully obtained 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 state authority, other state body, or local government 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 request received;

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

2.5. Insales does not verify the accuracy of the information provided by the User, and is not able to assess its legal capacity.

2.6. The information that the User provides to Insales when registering in the Services is not personal data, as defined in the 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 making changes in the current version, the date of the last update is indicated. The new version of the Agreement comes into force from the moment of its placement, unless otherwise provided by the new version of the Agreement.

2.8. By accepting this Agreement, the User acknowledges and agrees that Insales may send personalized messages and information to the User (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 the Tariff plans and updates, to send marketing materials to the User 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 e-mail address Insales - .

2.9. By accepting this Agreement, the User acknowledges and agrees that the Insales Services may use cookies, counters, other technologies to ensure the operation 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 is aware 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 determine that the provision of a certain Service is possible only if the acceptance and receipt of cookies is allowed by the User.

2.11. The user is solely responsible for the security of the means chosen by him to access the 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 on any terms (including under contracts or agreements) . At the same time, all actions within or using the Services under the User's account are considered to be performed by the User, except for cases when the User notified Insales about unauthorized access to the Services using the User's account and / or about any violation (suspicions of violation) of the confidentiality of their account access.

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 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 carry out a safe shutdown of work under his account at the end of each session of work with the Services. Insales is not responsible for the possible loss or corruption of data, as well as other consequences of any nature that may occur due to the violation by the User of the provisions of this part of the Agreement.

3. Responsibility of the Parties

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

3.2. Compensation for damages does not terminate the obligations of the violating Party for the proper performance of 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 made in writing and delivered personally or through a courier, or sent by e-mail to the addresses specified in the license agreement for computer programs dated 12/01/2016, the agreement of accession to the license agreement for computer programs and in this Agreement or other addresses that may be further 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 the termination of other provisions (conditions).

4.3. The law of the Russian Federation shall apply to this Agreement and the relationship between the User and Insales arising in connection with the application of the Agreement.

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, pp. 11-12 BC "Stendhal" LLC "Insales Rus".

Publication date: 01.12.2016

Full name in Russian:

Limited Liability Company "Insales Rus"

Abbreviated name in Russian:

Insales Rus LLC

Name in English:

InSales Rus Limited Liability Company (InSales Rus LLC)

Legal address:

125319, Moscow, st. Academician Ilyushin, 4, building 1, office 11

Mailing address:

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

TIN: 7714843760 KPP: 771401001

Bank details:

With any existing process of production and distribution of material values, a Warehouse inevitably arises. This rule applies to any sector of the economy and business, and at present, the cost of "production" of a product is sometimes only 30% of the final price, and the remaining 70% is a significant share of the warehouse and everything related to it. That is why the warehouse in the structure of any company should be given considerable attention.

From traditionally secondary, the warehouse has become a key link that can both increase profits and nullify all the achievements of a successful enterprise. The reason is the widespread intensification of competition and, as a result, the desire to generally reduce overhead costs, including through the optimal organization of the warehouse. Economists have calculated that with a well-developed production, the same amount of investment in the company's core business and in the warehouse gives a significantly greater return on investment in the warehouse sector, which, as a rule, has significant reserves for increasing efficiency.

There are no two identical warehouses, so all recommendations that are true in the general case must be correctly adapted to each specific one.

The purpose of these materials is to give the right approach to the overall organization of the warehouse and the choice technological equipment for this.

Warehouse area

The actual warehouse complex begins with the adjacent territory, which is no less important than the building itself. There should be enough space for maneuvers and placing vehicles for loading / unloading, and if technology requires it, the sludge of vehicles.

The most modern, well-equipped warehouse will be inefficient if the vehicles are stuck in traffic jams at the entrance to it or have difficulty maneuvering on its territory. It is desirable to organize traffic in such a way that incoming and outgoing traffic flows do not interfere with each other.

When building a new warehouse, it is worth considering the possibility of its further expansion in the future, for which purpose the loading and unloading front should be located accordingly. This will not affect the current operation of the already launched part of the warehouse, but will save significant funds in the event of further expansion of the complex.

Loading and unloading front

There are two fundamental approaches to the equipment of the loading front - the floor of the warehouse is raised (ramp) and - the floor of the warehouse is at ground level (the load is raised to the side of the machine). The second option is undoubtedly cheaper and easier to build - this is its main advantage.

With such an organization of work in the loading area, classic loaders are usually used, reach trucks (stackers with a retractable carriage) and stackers with telescopic forks are less common. This method of loading can be recommended for low cargo turnover or work with non-standard cargo packages in terms of dimensions and weight.

In all other cases, it does not provide intensive work, since the loader needs to lift the load to a height of about 1 meter and turn it perpendicular to the side of the machine, which requires a certain amount of time.

In the case of unloading a truck through the rear doors, you will have to “launch” loaders with a hydraulic trolley into the car, who will drag the load to the edge of the car - after all, only there it can be taken with a loader or stacker.

Therefore, warehouses with a floor at ground level can be recommended as an economically viable solution if the warehouse has a low turnover and long parking of unloaded vehicles can be allowed.

At present, despite the increase in the cost of capital structures, the vast majority of modern warehouses are built with a loading ramp. In this case, the floor of the warehouse is raised above ground level (usually 1200 mm), which allows the warehouse transport to drive directly into the car with the load.

Depending on the specifics of the work, there are three main types of staging vehicles for loading(see illustration).

When parking with the end of the body, the maximum number of loading gates along the front of the ramp is reached (the most common option). With the side setting of the machine, access immediately to the entire body appears, which can be convenient when handling specific cargo.

The presence of a ramp allows you to install additional equipment that significantly speeds up the process of loading and unloading. There are many ways to facilitate entry into the body - from the simplest bridges (often replaced by sheets of metal), folding balanced ramps fixed on the edge of the overpass, to the most effective technical means that ensure the quick passage of warehouse equipment into the car:

A special case is represented by tall industrial premises, which are now often converted into warehouses. As a rule, the floor of such a "warehouse" is located at ground level, which is a big minus, but at the same time, high ceilings and large spans make it possible to organize a good warehouse.

What can be done in this case to improve the situation in the shipping area? The solution is simple - to raise the level of the floor in the gate alignment to the level of the car body. Sometimes hydraulic lifting tables are used for this purpose - but they do not provide high speed work.

For really intensive work, it would be right to build a ramp that starts from the level of the floor of the warehouse and rises to the height of the car body to the gate alignment - so the loader can drive directly into the car. However, expensive space under the exit inside the warehouse is lost.

Therefore, another solution is used - in front of the loading gate along the front of the warehouse, a recess is made, in depth corresponding to the height of the floor of the main shipping vehicle. This method has two limitations: the presence of sufficient space in front of the warehouse for transport maneuvers and the need for a rain and melt water drain (see figure).

In both of the above methods of the "pseudoramp" device, it is possible to equip the loading and unloading gates with a standard set of equipment (gates, equalizers, thermal sleeves).

Another integral part of the loading front are the gates and dock shelters located in their alignment. The main types of shelters (or thermal sleeves, dock shelters) are curtain, cushion and inflatable. Without dwelling on them in detail, we recommend the curtain type of thermal hoses for the temperate climate zone, as affordable and fully fulfilling their tasks.

For climate zones with low winter temperatures the curtain type is also quite suitable, but if funds allow, the most hermetic inflatable type of thermal sleeves, which tightly compresses the body of the car standing in the alignment, will be very effective.

Among the gates, the most convenient and versatile, and therefore sectional ones are widespread, differing in the way of lifting (with and without electric drive) and the location of the folded part of the gate, which allows them to be installed both in high and in fairly low rooms.

To separate different temperature zones inside the warehouse in places of frequent passage of equipment, simple vertical curtains or the recently widespread high-speed synthetic material doors that quickly roll up over the doorway are recommended.

Floors in stock

A modern warehouse is a complex system consisting of many components, and one of the fundamental ones is the floor. Unfortunately, this part of the warehouse is not always given sufficient importance and this mistake is costly. Most often, modern warehouses use concrete floors with an upper reinforcing layer of various types.

There are three main requirements for floors:

evenness,

no cracks,

dust-free - by analogy with high-quality industrial floors.

dust free Abrasion resistance is important for several reasons. First, a gradually accumulating layer of cement dust constantly settles on the stored cargo. Even special equipment at some point cannot cope with cleaning the premises, and cleaning the goods is extremely difficult. People working in the warehouse will constantly be in adverse conditions, which affects health and productivity - which means the warehouse will not be able to work at full capacity. In addition, the increased amount of dust adversely affects the condition of warehouse equipment. In addition to purely mechanical wear (abrasive particles entering the bearings), machine control systems may fail, as an increased amount of dust enters the electronic control units.

The situation is similar to the pollution of the central unit personal computer- those who have ever opened a PC case had to remove copious accumulations of dust, especially around the cooler. Something similar happens in modern warehouse machines, also equipped with controllers and cooling fans, only the situation is much worse than that of a PC standing in the dirtiest place. Of course, this problem can be solved by daily cleaning with a vacuum cleaner, but not all parts of the machines are easily accessible and, in any case, extra time is spent on this.

No cracks is also an important requirement. It is connected mainly with increased wear of the wheels of equipment and, in the case of large cracks, - with accelerated running gear wear. In addition, the speed of movement of equipment in such conditions is somewhat limited, which affects productivity. The absence of cracks is ensured by the correct selection of the concrete base (high-quality subbase, correct reinforcement and sufficient thickness of the concrete slab itself).

In addition, when developing technical specifications for the floors of a particular warehouse, it is necessary to correctly indicate the load experienced by them. Three-tier and six-tier racks are completely different loads, and the equipment serving them has a different weight and its distribution.

Floor evenness- perhaps the most essential requirement, and most importantly, that its failure to completely devalue high-quality non-dusting floors without cracks. The floor in the warehouse should not have a systematic slope (horizontal level), and also provide good "local evenness".

The first requirement is mainly related to the stability of the racks, and with high lifting heights, also to the stability of the equipment. The second condition "local evenness" is determined by the type of equipment working in the warehouse. There were floors of such quality when high-lift intra-warehouse equipment with low clearance almost “sat down” with its base on the bulge of an uneven floor.

In general, for storage heights up to 6 meters with classic wide (from 2.3 meters) aisles, the requirements for floor evenness are not rigid (see photo).

The most critical to the floor stackers with three-sided cargo handling, which work in narrow aisles of 1600-1900 mm. In this case, the following requirements must be met:

Device good floors - difficult task Therefore, the main thing in this business is not only strict adherence to technology, but also the qualifications and experience of the personnel directly performing the work. The main criterion for selecting a contractor for this site should be successful experience in implementing projects with a floor quality similar to the requirements of the planned warehouse. The best result is achieved when the contractor knows the load characteristics of the equipment and racks, as well as their location on the site. In this case, it is possible to foresee the position of the shrinkage joints not in the middle of the passage, as is often the case, but under the racks; in addition - to exclude the contact of the supporting elements of the load-bearing structures of the racks on the technological joints of the floor (grip).

Finishing the topic of flooring, I would like to express a time-tested rule. When equipping a new warehouse, the production of a good quality floor during the construction phase will cost less (despite the significant initial cost) than subsequent repairs with a partial suspension of the operation of the existing warehouse. To this we can add the material losses listed above from working on low-quality floors.

Proper lighting is also an essential part of an efficient warehouse. It is advisable to place the lamps above the aisles between the shelves - so with the same number of lamps you achieve greater illumination. At the same time, lighting should not dazzle stacker (loader) operators looking up at the upper tiers of racks. To do this, some lamps can be directed to the roof - this will help to evenly illuminate upper part shelving. The color scheme of the warehouse is also important. The standard solution is a light (almost white) roof, which improves overall lighting, slightly darkened walls and an even darker floor. And do not forget to monitor the serviceability and cleanliness of the fixtures.

Rackless storage

This "system" is rightfully considered the most common and universal. It is simple and has a number of undeniable advantages. The main thing is that the maximum use of the space of the warehouse is ensured in the complete absence of capital costs which is very attractive. It is also important that almost any technique can work in such a "system".

However, rackless storage has significant drawbacks - difficult access to goods of various nomenclature and limited storage height (determined by the strength of the cargo packaging).

Classic front shelving

The most common system. It is a well-known racks of various heights, on which pallets with cargo are placed. The structures are made different in terms of carrying capacity, depending on the planned loads, and the height of the tiers of modern boltless systems on hooks quickly changes depending on the height of the pallet with the load.

This is a truly versatile and inexpensive solution that allows you to use almost any lifting equipment, and provides easy access to any of the stored pallets with cargo.

Depending on the type of equipment used, the width of the passage between the racks (Ast) varies from 2.1 m (stacker) to 3.5 m (forklift), and the height of the pallets of the upper tier of the racks reaches 11 meters.

Warehouse equipment with front racks is practically devoid of disadvantages and is often optimal. The only serious "minus" of the system is the insufficiently good use of the warehouse volume.

However, relatively low capital and operating costs, combined with high throughput, are often the deciding factor in favor of front shelving.

Front shelving technology

As already noted, serve front racks can be any lifting equipment with forks. The most versatile and common tool is a forklift. Its main advantage - unpretentiousness to the floors and the ability to go outside - is most often in demand in old buildings of low height.

The fact is that the loader has rather large dimensions - the width of the inter-rack aisle for placing pallets (Ast) is usually 3.1-3.5 m. This leads to the fact that most of the warehouse area is used not for storing cargo, but for driveways.

The use of stackers makes it possible to reduce inter-shelf aisles by about 1 meter and increase the height of storage, which will ultimately significantly increase the capacity of the warehouse. But it is important to remember that good quality floors are necessary for stackers to work.

The correct approach to the choice of lifting equipment is as follows:

Work with the floor plan and development various options shelving installations.

Each option is developed based on the Ast index of the stacker (loader) and the required lifting height.

Evaluation of options - the amount of capital costs (floor, racks, equipment) in relation to the result obtained (warehouse capacity, possible cargo turnover ...).

On stackers, as the main intra-warehouse lifting equipment, I would like to dwell in more detail.

The simplest device for lifting pallets onto racks is considered to be a manual hydraulic stacker with a lifting height of 1.5-2.5 m (usually they are served by two-tier racks). Stackers with manual movement and electro-hydraulic lifting have higher productivity. They are capable of lifting cargo to a height of 3.0-3.5m and are usually used to service three-tier racks. Both types of stackers are good because they are relatively inexpensive, but they do not provide high intensity work - therefore they are only suitable for warehouses with a small turnover. If the warehouse must provide a significant amount of acceptance and shipment, self-propelled stackers are needed.

The most common in this class are escorted stackers (they are also driven, with a rotary handle, "with a leash").

They are made by almost all manufacturers of intra-warehouse equipment, so choosing the right model according to technical parameters and price / quality ratio is quite simple. There are two main types - truly escorted stackers, followed by the operator and machines with a folding platform, standing on which the operator moves around the warehouse.

stackers with a platform move faster around the warehouse (up to 8 km/h without load), therefore, they are more productive - and this is their main advantage, but at the same time they have increased dimensions and in narrow inter-shelf aisles the operator sometimes has to fold the platform and control the machine from the floor. In terms of lifting height (up to 4.5-5.5 m) and load capacity, these machines differ slightly.

A qualitative technological leap occurs when moving to stackers with an operator standing or sitting in the cab.

They work on the same principle as escorted stackers - the supporting consoles are located directly under the forks. The main difference is in the position of the operator, he is in a cabin protected from the sides and from above - thanks to this he is able to control the machine more efficiently. If you add to this the increased travel and lifting speed, electric servo steering and the ability to customize the workplace for a specific operator, it becomes clear why these machines have high productivity.

Of course, equipment of this class is more expensive, but its purchase is justified by the increase in the amount of work carried out by one machine. It is also important that the lifting height of these stackers reaches 6-6.5 meters with a residual load capacity of 1000-1500 kg and an inter-rack aisle width of 2.3-2.5 meters. Escorted stackers typically cannot provide this combination of performance.

The most serious, "heavy" class of equipment for front racks is a stacker with a retractable lifting carriage or a reach truck.

This machine is a kind of "hybrid": when the mast is retracted, it resembles a stacker, and when extended, it works like a classic loader, simultaneously using the best qualities of both types of equipment.

The reach truck is one of the most complex and high-performance intra-warehouse machines. It provides high lifting and moving speeds (0.6 m/s and 12 km/h respectively), is capable of lifting pallets weighing 1.5-2.5 tons, while the residual load capacity at a height of 11 meters can reach 1000 kg.

Of course, it is not economically justified to use equipment with such capabilities at a low height, so reach trucks are usually used when working with racks above 7 meters. Sometimes there are options for using light models with a lifting height of about 5 meters. This may be justified to provide special working conditions, the necessary load capacity or work speed.

Reach trucks are available in many modifications; in fact, a double telescopic free-lift mast and an integrated sideshift (sideshift fork) became the class standard. Like forklifts, mast tilt is always present, but for lift heights over 9 meters, fork tilt is used instead. In addition, each manufacturer has its own "highlight" in the design, so choosing a machine is not an easy task and requires close communication with a competent specialist.

Double Depth Shelving

By design, these are conventional front racks with double rows. In terms of cost, they are very close to the classic front ones, but they require equipment with telescopic forks to work with them. The main advantage of racks of this type is the best use of the warehouse space (under the racks up to 50% of the total warehouse area), which is 25% more efficient than when installing front racks. The speed of cargo turnover is somewhat reduced, but still remains quite high.

The only serious limitation of the system is that only half of the pallets with the load are directly accessible (the outer rack row), and to remove the "inner" pallet, you must first remove the outer one (see figure).

If the majority of the commodity nomenclature is in stock in the amount of more than 2 pallets, then the system is quite applicable. Therefore, double depth shelving is not suitable for companies with a very wide range of goods and a small amount of it.

In all other cases, the system works very well and, with the correct organization of the warehouse management system, ensures 80-90% occupancy of all available storage places (in classic front racks - 95%).

The most commonly used double-deep stackers are stackers with telescopic forks. Up to a lifting height of 6 meters, stackers with an operator standing or sitting in the cab can be used, and above (up to 10 meters) reach trucks (see figure on the left).

At the same time, for safe operation at lifting heights over 6 meters, a video camera (installed on the forks) and a TV monitor (in the operator's cab) are usually used - see the figure on the right.

In general, a double depth shelving system will be justified if you need to increase the capacity of a warehouse located in a limited area, while not spending much big money. And the advantage of the system, in comparison with frontal racks, is the same cost of the racks themselves and relatively inexpensive equipment (about 20% higher than conventional reach trucks). As a result, it is possible to achieve a 25% increase in warehouse capacity in the same area.

narrow aisle racks

Warehouses organized using narrow-aisle technology are among the most complex and expensive. Despite the fact that the racks themselves are no different from ordinary front racks, they can be a little more expensive due to the requirements for dimensional accuracy of the rack structure itself, in addition, installation is much more expensive - very tight tolerances for the width of the aisle and verticality of the rack, and the installation itself is technically more difficult due to the increased height of the structures.

Another cargo storage system based on classic front racks is racks with narrow aisles (1.5-1.8 meters wide) designed for work special stackers.

The quality of the floor for a warehouse of this level was already mentioned in the previous article, in this case it is really a very important and expensive component. In addition, it is necessary to equip side rail guides for the movement of stackers along the inter-rack aisle, which also costs additional costs.

Now about special narrow-aisle stackers. This is truly one of the most modern and sophisticated intra-warehouse machines. They are able to rotate the carriage with forks by 180 degrees and push the pallet into the depth of the rack by 1200 mm.

Two main types of equipment are used - with a fixed or with an operator rising with the load.

In the first case, the control is carried out from a fixed cabin, the machine is equipped with a video camera and a TV monitor, and provides lifting to a height of up to 11 meters (see figure on the left).

In the second case, the operator rises in the cabin along with the load and has full control over the process of lifting and moving. High working speed is ensured by simultaneous lifting and movement along the aisle (diagonal movement), with a lifting height of up to 15 meters (see figure on the right).

The main advantage of the narrow aisle storage system is the good use of the warehouse area (under racks up to 55% of the total area), while high-altitude storage is possible, which further increases the warehouse capacity. In addition, each load package is available and provides a greater speed than with classic front racks.

Summarizing the above, we can assume that the narrow-aisle storage technology is justified at a very high cost of warehouse space, which forces one to reduce aisles and "grow" upwards or, if necessary, place a large amount of cargo in a limited area (if it is impossible to expand the warehouse boundaries).

Deep (stuffed) Drive-in racks

This type of shelving is called differently - deep loading, stuffed, walk-through and more often, as the English version, Drive-in. The racks are a rigid frame structure of frames forming "corridors" 1350 mm wide, inside which they are placed on horizontal guide pallets with cargo.

The design is quite common, providing excellent use of warehouse space. In essence, drive-in shelving is an advanced rackless storage system, but with better access, security, and control.

The system is used when storing large volumes of the same type of goods, for which the shelf life is not critical, or the most important thing is to place the maximum amount of cargo in a volume unit of an expensive room with climate control (for example, in cold stores).

The main and only advantage of drive-in racks is a very high degree of utilization of the warehouse volume. The system has a lot of shortcomings and you should not forget about them. The cost of shelving itself is approximately 2 times higher than that of frontal ones; installation is also more expensive due to the more complex design. Despite the large amount of possible storage, it is usually difficult to achieve 70% occupancy of racks (for comparison, frontal racks - 95%).

It is quite difficult to organize the storage of goods of various nomenclature, most often the principle of one corridor (from the first to the last tier) - one product is observed. It is also problematic to quickly transform the system, for the redistribution of cargo within the warehouse, it is necessary to do a lot of work.

If all this is not a serious limitation for your company, or if you plan to use several types of racks at the warehouse that complement each other, we will inform you that classical technology is used to work with deep racks with slight limitations.

The main requirement is that the machines must be narrower than the "corridors" of the racks to ensure passage into the system (see the diagram on the left).

Organized warehouse management- the first condition for effective inventory management. To ensure order in the warehouse means to motivate employees to thrifty handling of stocks, to streamline the processes of storing stocks and introducing new products to the assortment, to rank stocks by priority, to carry out an inventory of goods and process documentation in a timely manner. The ways of implementing these conditions are different, the main thing is the result, that is, order. Usually, putting things in order in the work of the warehouse gives a direct economic effect in the form of a decrease in stocks, an increase in turnover, and an increase in the company's profit.

iTeam consulting company consultant
Ksenia Kochneva

What warehouse, such business

Warehouse management of the enterprise is a link to which special attention should be paid. The importance of this link is confirmed by Scheme 1, which shows the “circulation” of financial and material flows in one commercial firm:

Red lines mean financial flows, and blue - material flows. What goes to the suppliers in the form of a financial flow returns to the company in the form of material values ​​(for example, goods) and enters the warehouse. On the other hand, everything that goes to customers (leaves the warehouse) returns to the company as a cash flow.

Of course, the scheme is very conditional, it does not reflect, for example, the sequence of flows, it does not have a commercial department, without which the process is unthinkable. Nevertheless, the diagram clearly shows the role of the warehouse.

As you know, the company's financial flows are almost 100% regulated by laws, and material flows are mostly regulated by internal procedures. The point of contact of the two main types of material flows - incoming and outgoing - is a warehouse. In other words, a warehouse is a link in which procedures are concentrated that concern not only the warehouse itself, but also its interaction with the rest of the company.

Therefore, the warehouse is a kind of indicator by which one can judge the health of the company. Practice has long shown that if the warehouse is in order, then this certainly applies to the company as a whole. But if some processes in the warehouse are lame, then there will definitely be a failure in the work of the company. That is why underestimating the role of the warehouse is already a mistake.

Where do you get ideas from?

Of course, along with constant monitoring, regular analysis of warehouse processes is necessary in order to establish in advance the indirect causes of all shortcomings. However, it cannot be argued that the deterioration of warehouse operations always leads to the deterioration of other processes in the company. But the slightest failure in the overall processes of the company almost always affects the warehouse first. Thus, regular analysis of warehouse processes will allow us to respond in time to any situation that could harm the interests of the company.

The analysis of a certain activity is necessary not only to identify problems in it. Analysis is a source of ideas for its improvement. And each measure to improve warehouse activities in any case will have a beneficial effect on the activities of the entire company.

However, a reasonable question arises: is it possible once and for all to regulate all processes in the warehouse and control only their implementation? Unfortunately no. In one exceptionally dynamic business environment, rules and procedures quickly become obsolete. And one of the most effective ways to respond to this process in a timely manner is to analyze the work of the warehouse.

What is clear to the storekeeper is not always clear to the logistician

After the company's management understands that warehouse activities are part of a business process, the question arises: how to analyze warehouse processes more efficiently?

Can be identified 9 principles of warehousing. They apply to any warehouse without exception, their observance is a kind of guarantee of stability. But if for a storekeeper these principles are taken for granted, then for a logistician, even an experienced one, they are not always clear. Therefore, we will dwell on them separately, since they greatly simplify the analysis of warehouse processes.

1. The principle of clearly delineated strict liability. There should be one employee in the warehouse who is fully financially responsible for everything that is here, responsible for all shortages and surpluses.
2. The principle of organization and control. Any activity, including in the warehouse, must be organized and controlled. And one employee should do this as part of one of his main duties.
   Since financial responsibility is impossible without good organization and control, on the one hand, and good organization and control are impossible without financial responsibility, on the other hand, the third principle becomes quite obvious.
3. The principle of unity. And control, and organization, and financial responsibility should be concentrated in the same hands, one employee. You can call him whatever you like: the head of the warehouse, and the organizer of warehouse activities, the warehouse manager, or come up with something even more fashionable.
4. The principle of strict financial reporting and always in real time. The most important and easiest principle to understand and follow. Here is an example. The regional warehouse of one large European expedition is managed by a woman of about forty: a menacing look, a hoarse voice. She can bang her fist on the table and shout: “Nothing enters my warehouse without a document and nothing comes out without a document!” With her grip, she can handle a dozen men in the warehouse.
   However, the male grip does not always help. And here's another example. The truck is at customs, and the goods are already in the computer. The employees of the commercial department saw it, were delighted, and sold half of it in an hour. We gave an order to the warehouse to load and lead to customers who are burning with impatience. But there was a problem at customs, and the truck stood there for a week. Merchants had to apologize to customers.
5. The principle of planning warehouse activities. Like any activity, warehousing also needs to be planned. Terms can be different - depending on the characteristics of a particular warehouse. A common case is when the goods arrive at the warehouse, and for the storekeepers this is a surprise. They immediately begin to think about where to put it, how to arrange it, etc.
6. The principle of a strictly defined method of movement of values ​​in a warehouse. Most often it is FIFO, but it can be different, or maybe mixed. The main thing is that it be clearly defined. And storekeepers know better than any manager how to carry it out in a particular case.
7. The principle of the correct location of values. You can write novels about this, but it is important to understand that the right location speeds up and simplifies warehouse processes.
8. The principle of planned, regular inventory. Let's dwell on it in more detail.
   Inventory used to be considered an ordinary audit. Sometimes they even carry it out just to prevent the abuse of storekeepers, so that they do not relax. But the purpose of the inventory is still different - in the analysis of the results of labor. This is one of the most powerful tools for assessing the effectiveness of warehouse operations. As practice shows, almost a third of all discrepancies in the amount of goods available and recorded in the documents are due to the poor performance of storekeepers, the remaining two-thirds of the discrepancies arise because warehouse processes are either poorly organized or outdated. This is exactly what the inventory should reveal, which should preferably be carried out regularly, according to a plan.
   Of course, the inventory takes time, and it should take place when the warehouse is at rest, and this may require stopping all processes in the company and working on weekends. And it also takes time to process the results of the inventory.

Let's see if it is possible to speed up this procedure without reducing its effectiveness? Every warehouse has products that are less error prone than others. So is it worth it in this case to recalculate the entire warehouse every time? Of course not. Here are just a few postulates, the truth of which has been proven by many years of practice.

The more warehouse operations are performed with a particular product in a certain period, the greater the likelihood of an error. The degree of error probability can be determined, for example, by the number of product exits from the warehouse (table 1).

However, the number of exits is not the only criterion. The probability of errors depends on many other factors - the same packaging, piece output, relatively high price. Therefore, the number of exits has to be corrected using a coefficient in the range of 1-2 (and possibly less than one). At the same time, it is important that the coefficient is determined by the method of expert assessment, and the best experts in this matter are the storekeepers themselves. To determine the coefficient, it is also important to use the results of previous inventories and take into account the specifics of a particular warehouse.

Based on the adjusted number of exits, a simplified ABC analysis can be performed (Table 2).

For example, the first 50% of the products will be assigned to group A, the next 30% to group B and the remaining 20% ​​to group C. After that, we decide: we will recalculate group A every month, group B - once every two months and group C - once every three months. As a result, a full inventory of the warehouse will be held once every three months. Therefore, there is no need to recalculate the entire warehouse monthly. ABC analysis allows many times to improve this technique.

1. The principle of strict regulation of the presence in the warehouse. There should be clear instructions about who, when, in the presence of whom and for what reason, if you like, can be in the warehouse. And no one dares to violate this instruction, not even top management. For greater importance, you can also indicate in the instructions: “Exceptions are not allowed!”