had been made as we were able to process around 50 to 60 orders per day. Still not back up to full speed though.During the month of September, we began analyzing the data provided by the WMS system. We were able to determine by employee, how long it was taking them to process and order. Surprisingly at the time, we noticed two or three individuals who were not performing at the same standard as the rest of our employees. Picking errors were also high. It was during employee interviews, we found out that these individuals were trying to sabotage the system in the hopes it would fail. Overall employee morale was severely low due to the increased workload and mandatory overtime. Corrective actions were immediately taken including the dismissal of one employee. Overall, for the month, we were making significant progress in order processing.In October, we were able to transition the additional order volume back to the primary warehouse. The site is now at or above the goals of orders shipped complete. However, there are still some problems associated with the staffing levels.Conclusion:In any warehouse operation it is important to consider the impact the project will have on the overall facility. A significant benefit of a WMS is the discipline it instills within the warehouse. The process dictates a specific work flow and accountability through real-time data capture and directed task management. Without a doubt, the facility’s culture and employee morale will be affected by the system.It should be understood by all that a WMS system will not correct a warehouse that is experiencing operational problems. When designing the system, build it with the idea of how to improve processes. Another important point to note is that employee training and buy in is critical. Employees at every level directly affected by the new system need to be involved in the development of the processes. You should also be realistic that there is...
